Recently, my colleagues and I hosted a 60th birthday bash for Taco Bell. It was a fun celebration of the successes of our people and brand over the decades, but there was another event we hosted that week that was incredibly impactful for myself and Taco Bell teams. It was our all-day Equity, Inclusion & Belonging (EI&B) Immersion, held for all of headquarters’ corporate employees and select equity restaurant leaders. Here’s why:
Nowadays, companies’ commitments to advancing EI&B are the norm and often expected by consumers. But that wasn’t always the case. For years, many organizations stayed away from commenting on societal and cultural issues internally and/or publicly. Until relatively recently, big business did not always prioritize or give much thought to using societal issues as a platform for the company. Now, organizations have stepped up to showcase the importance of being equitable, celebrating the cultural differences of both our teams and customers and leaning into the dimensions of diversity like we’ve never seen before. Taco Bell is one of those organizations, and I’m proud of our commitment to rectifying long-standing inequalities. As I continue to learn what it means to be an ally and advocate, I’ve been able to dive deeper into discussions about the meaning of EI&B.
Some people might still say that EI&B is not a business issue; however, there’s no denying that it’s a human issue. And if human issues don’t make up the fundamentals of business, I’m not sure what does.
Day-to-day colleague conversations are critical to understanding each other, connecting with customers and yes, driving brand performance. Taco Bell is committed to EI&B — this isn’t just another buzzword or box to be checked for us. That’s why last year we hired Katrina “ KT” Thornton as our first-ever Chief Equity, Inclusion and Belonging Officer. She made an immediate impact since joining our leadership team. Led by KT’s genius, our EI&B Immersion was a culmination of months of diligent work across many brilliant, cross-functional teams here at Taco Bell. They made the day educational and interactive, placing our employees at the forefront of discussions.
KT set the stage by asking our employee audience what they thought of when they heard the term EI&B. We grounded ourselves in definitions and debunked myths like “EI&B is just an HR initiative” or “EI&B is only about checking the box.”
One point made during the day really struck me: How can you “Live Más” without EI&B? Well, you can’t. Someone asked me how I go beyond EI&B awareness and jump into action. My answer was that I actively reflect on and check myself for unconscious biases I might have. I aim to create space for my teams to let me know when my words and my actions fall short on fostering inclusion and belonging. I acknowledge that I don’t always have the words or answers, but I’m steadfast in my intentional commitment to support and provide opportunity in the workplace and constantly expand my knowledge and understanding personally.
As a leader, I meet people where they’re at, but I also meet myself where I’m at. I educate and get educated, I encourage, and I surround myself with other leaders who want to break down barriers with me. There’s no optimal time to take action; you just have to jump in and be comfortable with feeling uncomfortable. Just because it may be hard or awkward, doesn’t mean it can’t be uplifting.
Leaders, employees and companies must understand that EI&B action isn’t a sprint; it’s a marathon and evolution of how we think, lead and operate. It’s going to take continued work, conversations and investments. Some people have doubts about the sincerity of business commitments, but I embrace those doubts and see them as motivation and accountability.
I preach action over words, as I sit here and write. But in another 60 years from now, these words will serve as a permanent reminder of the work we’ve done and the work we still have to do.
